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BBA Sixth Semester

Total Quality Management

-BIJAY LAL PRADHAN

M Sc Statistics, FDPM(IIMA)

PhD Scholar (TQM)

Chapter - II

Syllabus

Introduction to Quality and Quality

management

Conceptual Frameworks for Total

Quality Management (TQM)

TQM Tools

Six Sigma

Quality System Standards

Total Quality Management

Chapter-2

Conceptual Framework for TQM

Conceptual Frameworks for

Total Quality Management

Early TQM Frameworks and Concepts:

Deming‘s fourteen points, Juran‘s ten steps,

Corsby‘s four absolute and fourteen steps to

manage improvement, Feigenbaun‘s

approach to total quality control, Concept

on Kaizen‘s tools—PDCA, 5s, 7 wastes, 7

old and new quality tools, 5 whys, value

stream mapping,

Conceptual Frameworks for

Total Quality Management

Workstation improvement and success

stories, Shigeo Shingo‘s approach—Zero

quality control, Just-In-Time(JIT), and

Single Minute Exchange of Dies

(SMED), Garvin‘s eight quality

dimensions, Ishikawa (Fishbone)

diagram, Taguchi‘s philosophy to

quality, The common causes of TQM

failures

Development of Quality

Total Quality Managment

Quality Assurance

Quality Control

Inspection

Characteristi

cs

Inspection

1800S

SQC 1930s Quality

Assurance

1950s

TQM 1980+

Primary

concern

Detection Control Coordination Management

View of

Quality

A Problem To be solved Proactive

attack

A competitive

opportunity

Emphasis Product

uniformity

Uniform product

with less

inspection

Designers

role

The market and

consumer

needs

Methods Gauging,

measurement

Statistical quality

tools

Programs

and systems

Strategic

planning, goal

setting

Who is

responsible

Inspection

dept.

Manufacturing and

engineering

departments

All

Departments

Every (Team)

one in the

organization

Orientation

and approach

Inspects

quality

Controls quality Builds in

quality

Manages in

quality

8

Introduction

Total – Made up of the whole(or) Complete.

Quality – Degree of Excellence a product or service

provides to the customer in present and future.

Management – Act , art, or manner of handling ,

controlling, directing, etc.

TQM is the art of managing the whole to achieve

excellence.

9

"TQM is a management approach for an

organization, centered on quality, based on the

participation of all its members and aiming at

long-term success through customer satisfaction,

and benefits to all members of the organization

and to society."

Definition

TQM is composed of three paradigms:

Total: Organization wide

Quality: With its usual Definitions, with all its

complexities (External Definition)

Management: The system of managing with steps

like Plan, Organise, Control, Lead, Staff, etc.

10

Definition

Total Quality Management

(TQM) is a management strategy

aimed at embedding awareness of

quality in all organizational

processes.

11

ExplanationTQM requires that the company

maintain this quality standard in

all aspects of its business.

This requires ensuring that things

are done right the first time and

that defects and waste are

eliminated from operations.

12

Guru‘s of TQM

Walter.A.Shewhart -TQC

W.Edwards Deming- 14 Points &

PDCA

Joseph.M.Juran-Juran‘s Trilogy

and Ten steps

A.Feiganbaum-Customer

requirement, Employee

Involvement, TQC.

TQM concept from Quality Gurus

Edward Deming

– Father of Quality Management

– PhD in physics

– keen statistician

– US government in the department of

Agriculture and the Bureau of Census

– 1950, Japan, Course on Quality Control

– Japanese embraced the notion of quality under

Deming‘s inspiration.

Deming

Deming believes in continuous

improvement. He also believes that the

consumer is the most important part of a

production line. Meeting and exceeding the

customers‘ requirements is the task that

everyone within the organization needs to

accomplish with total commitment.

Furthermore, Deming believes in the use of

statistical process control (SPC) charts as

major method for solving problems.

Deming’s Fourteen Points

1. Create constancy of purpose to improve

products and services

2. Adopt a new philosophy for the new

economic age, with management learning

what their responsibilities are and

assuming leadership for change

3. Cease dependence on mass inspection to

achieve quality, by building quality into

the product

Deming’s Fourteen Points

4. End the awarding of business on price;

award business on total cost and move

towards single suppliers

5. Improve constantly and forever the system

of production and service

6. Institute training on the job

7. Institute leadership with the aim of

supervising people to help them to do

better job.

Deming’s Fourteen Points

8. Drive out fear so that everyone can work

effectively together for the organization

9. Break down barriers between departments.

Encourage research, design, sales and

production to work together to foresee

difficulties belong to the whole system

10. Eliminate slogans, exhortations and

numerical targets for the workforce since

they are divisive, given that difficulties

belong to the whole system

Deming’s Fourteen Points11. Eliminate quotas or work standards and

management by objectives or numerical

goals; leadership should be substituted

instead

12. Remove barriers that rob people of their

right to pride in their work

13. Encourage education and self-

improvement for everyone

14. Take action to accomplish the

transformation

The first three principles clearly focus on

the cultural aspects of the organization.

The fourth principle focuses on the

customer relationship

The fifth principle is aimed for continuous

improvement

The sixth, seventh and eighth principles are

related to human relationships and

management style

The ninth principle can be seen as linked to

principle, a way for breaking down barriers.

The tenth principle, eliminate slogans,

exhortation and numerical quotas.

setting of targets and quotas is potentially

meaningless and divisive unless

accompanied by a specific action plan to

improve the process.

giving the work force a chance to work with

pride.

The idea of principle thirteen is

continuously improve

The final principle is to put everyone to

work to achieve the transformation.

Deming Action Plan

1. Management must agree on the meaning of the

quality programme, its implications and the

direction to take

2. Top management must accept and adopt the new

philosophy

3. Top management must communicate the plan

and the necessity of it to the people in the

organization

4. Every activity must be recognized as a step in a

process and the customers of that process

identified; the customers are responsible for the

next stage of the process.

Deming Action Plan

5. Each stage must adopt the ‗Deming‘ or ‗Shewart‘

cycle -Plan, Do, Check, Action- as the basis of

quality improvement

6. Team working must be engendered and

encouraged to improve inputs and outputs,

everyone must be enabled to contribute to this

process

7. An organization for quality must be constructed

with the support of knowledgeable statisticians

Joseph M. Juran

1924, Engineer

Worked as civil servant, executive,,

academic, arbitrator, director and

management consultant.

Quality Control Handbook

1950 Movement of Quality in Japan

Quality Trigology

Quality Trilogy Definition

Quality planning

The activity of developing the

products and processes required to

meet customers’needs.

Quality control

This process deals with execution of

plans, conducting operations to meet

the goals

Quality

improvement

This process is the means of raising

quality performance to

unprecedented level.

Juran‘s Ten Steps

1. Build awareness of the need and

opportunity for improvement.

2. Set goals for improvement.

3. Organize to reach the goals (establish a

quality council, identify problems, select

projects, appoint teams, designate

facilitators).

4. Provide training.

5. Carry out projects to solve problems.

Juran‘s Ten Steps

6. Report progress.

7. Give recognition.

8. Communicate results.

9. Keep score

10. Maintain momentum by making annual

improvement part of the regular systems

and processes of the company.

Philip B. Crosby

Graduate of the Western Reserve University

After military service

Quality control in manufacturing,

Line inspector to quality director

Philip Crosby Associates Incorporated and

the Quality College based in Florida.

Four Absolute

First Absolute : The definition of quality is

conformance to requirements, not

goodness.

Second Absolute : The system for causing quality is

preventive, not appraisal.

Third Absolute The performance standard must be

zero defect, not ―that‘s close

enough‖.

Fourth Absolute : The measurement of quality is the

price of non – conformance, not

indexes

Crosby’s Fourteen Steps

Step 1 : Establish and ensure management

commitment. It is vital that the whole

management team participate in the programme.

Step 2 : Form quality improvement teams

(QITs) for quality improvement process

planning and administration. The emphasis here

is on multidisciplinary team effort. An initiative

from the quality department will not be

successful. It is essential to build team working

across arbitrary; and often artificial,

organizational boundaries.

Crosby’s Fourteen Steps

Step 3 : Establish quality measurements. These

must apply to every activity throughout the

company. A way must found to capture every

aspect, design, manufacturing, delivery, and so

on. These measurements provide a platform for

the next step.

Step 4 : Evaluate the cost of quality and

explain its use as a management tool to

measure waste. This evaluation must highlight,

using the measures established in the previous

step, where quality improvement will be

profitable.

Crosby’s Fourteen Steps

Step 5 : Raise quality awareness among all

employees. This is normally undertaken through

the training of managers and supervisors, through

communications such as videos and books, and

by displays and posters.

Step 6 : Take actions to correct problems

identified through previous steps. This involves

encouraging staff to identify and rectify defects,

or pass them on to higher supervisory levels

where they can be addressed.

Crosby’s Fourteen Steps

Step 7 : Establish a zero defects committee and

programme. This is done by establishing a

committee or working group to develop ways to

initiate and implement a zero defects programme.

Step 8 : Train supervisors and managers on

their role and responsibilities in the quality

improvement process. This step is focused on

achieving understanding by all managers and

supervisors of the steps in the quality

improvement programme in order that they can

explain these in turn.

Crosby’s Fourteen Steps

Step 9 : Hold a zero defects day to reaffirm

management commitment. This can be achieved

in a celebratory atmosphere.

Step 10: Encourage individuals and groups to set

improvement goals. Goals are of course of no

value unless they are related to an appropriate

timescale for their achievement.

Step 11: Obstacle reporting (i.e., encourage

employees to communicate to management any

obstacles they take in attaining their

improvement goals).

Crosby’s Fourteen StepsStep 12: Recognize and appreciate all

participants.

Step 13: Establish quality councils to discuss

quality matters on a regular basis. These are

essentially forums composed of quality

professionals and team leaders allowing them to

communicate and determine action plans for

further quality improvement.

Step 14: Do it all over again to demonstrate that

the improvement process never ends.

Achievement of quality is an ongoing process.

There is always further to go.

Armand V. Feigenbaum concept of Total Quality Control (TQC).

His book ―Total Quality Control‖ was first

published in 1951

quality as a strategic business tool that

requires involvement from everyone

quality control as a measurement and

evaluated tool.

Quality begins with identification of

customers requirements and ends with a

product or service in the hands of a satisfied

customer.

Ten attributes of Feigenbaum

1. Total Quality control must be a company-

wide process. It is a system for integrating

quality development, maintenance and

improvements efforts in an organization

that will enable engineering, marketing,

production and service to function at

optimal economic levels while achieving

customer satisfaction.

2. Quality is defined by the customer.

Ten attributes of Feigenbaum

3. Quality and cost is a sum, not a

difference. Operating quality costs can be

divided into four categories: prevention

costs, appraisal costs, internal failure cost

and external failure costs.

4. Quality requires both individual and team

enthusiasm.

5. Quality is a way of managing.

6. Quality and innovation are interdependent.

Ten attributes of Feigenbaum

7. Quality is an ethic.

8. Enhanced quality demands continuous

improvement.

9. Quality is the most cost-effective and least

capital-intensive route to productivity.

10. Quality is implemented with a total system

connected with customers and suppliers.

Concept of Kaizan tools

Kaizen is ongoing improvement which

involves everyone in the organization.

Kaizen is a people-oriented approach to

competitiveness

continuous improvement will benefit the

organisation and in turn will benefit the

individual

Continuous improvement focuses on the

whole process (means and the ends) rather

than the results only

PDCA Cycle

Plan: Establish the objectives and processes

necessary to deliver result in accordance to

customer‘s requirements and organizations

policies.

Do: Implement the process.

Check: Monitor and measure process and

product against policies, objectives and

requirement for the product and report result.

Act: Take required actions to continually

improve process performance.

5 SS.N Japanese

(5S)

English (5C) Meaning

1 Seiri Clear cut

(organize)

Determine what is necessary and

unnecessary and dispose of the later

2 Seition Configuration

(systematise)

Provide a convenient, safe and orderly

place for everything and keeping it

there.

3 Seiso Clean and

check

Monitor and restructure the condition

of working areas during cleaning

4 Seiketsu Conform (standardisation)

Set standard, train and maintain.

5 Shitsuke Custom and

Practice

(Discpline)

Develop the habit of routine

maintenance and strive for further

improvement.

Points for successful 5 S Participation by all people

The program requires top management

commitment

The CEO should take leadership of the program

The program should be supported by all

5S program should be self sustaining

The CEO should take a periodic factory tour in

person

The program should generate sufficient impact at

the initial stage

Implementation of 5S should so hand in hand with

other kaizen program.

Seven WastagesWaste of Meaning How to control?

1. Stock Stocking more than

required

Reduce Lead Time

Improve skill of worker

JIT productions

2. Waiting Wait of job to be

performed

Balance and even loads to the equipments

Flexible workers

3. Over production Producing more than

required

Fair prediction of demand

Reducing set up times.

Use of small specialized production rather

than large.

4. Transportation Un-necessary material

Dispatch & transport to

location

Efficient material handling system.

Better location layout decision.

5. Processing All parts are processed at

a time for production

Put into process what is required only.

Suitable technology

6. Motion Motion for productivity &

quality consistency

(Automating waste)

Improve the motion and then apply

automation

Group Technology

7. Defective

products

More defective outputs

making

Quality at source

Technology improvement

Skilled manpower

Tools for Quality Control

Pareto Analysis

Scatter Diagram

Control Charts

Flow Charts

Cause and Effect , Fishbone, Ishikawa

Diagram

Histogram

Check Sheets

Parato Analysis

80 : 20 Rule

Detection of Vital few

Restaurant Complains

Complaint Frequency

Discourteous

server

12

Slow service 42

Cold dinner 5

Cramped tables 20

Smoky air 10

Parato Chart

Scatter Diagram

Scatter Diagrams

Scatter diagrams are used to represent and

compare two sets of data

Plot points of pairs of observations has the

values(X1,Y1), (X2,Y2), (X3,Y3),…………..

(Xn, Yn).

Control Chart

Flow Chart

Cause Effect Diagram

Histogram or Bar Graph

Check-Sheet

Seven New QC tools

numerical data cannot always adequately

express the facts

The Seven New Q.C Tools are Affinity

diagrams, Relation diagrams, Tree

diagrams, Matrix diagrams, Priorities

matrix, Arrow diagrams and Process

decision program charts.

Affinity Diagram

It is a technique to generate ideas and

linkup with other ideas to form a common

idea which facilitates breakthrough thinking

and stimulate fresh ideas.

The large number of ideas generated can be

grouped according to their ―affinity‖ or

relationship to each other.

Affinity Diagram

Relation Diagram

Relation diagram identifies and explores

casual relationships among related concepts

or ideas.

It shows that every idea can be logically

linked with more than one other idea

Relation diagram is useful tools for finding

appropriate strategies by relating different

causes of a problem by identifying the root

causes of the problem

Relation Diagram

Tree Diagram

Tree Diagrams are drawn to develop a

succession of strategies/ means for

achieving an objective (target, goal or

result) systematically and logically.

Constructing this diagram yields specific

guidelines for solving a problem.

Tree Diagrams are also classified as

strategy-development or component

development diagrams.

Matrix Diagram

Matrix diagram provides a picture of how

well two sets of objects or issues are related

and can identify missing pieces in the

thought process. The visual depictions can

help managers set priorities on plan and

actions.

Matrix Diagram

Actions

Goals

Improve

work

Environment

Improve

Manufacturing

Technology

Develop

New

Products

Cost

Effectivenes

s

● ○

High

Quality● ●

Shareholder

value

▲ ●

Priority Matrix

This type of matrix is drawn when there are

many tasks but there are not enough

resources. So instead of just thinking which

tasks are more important, the Priority

Matrix is drawn.

Matrix data analysis takes data and arranges

them to display qualitative relationship

among variables to make them more easily

understood and analysed.

It is based on the ―factor analysis‖ of

Statistical techniques.

Priority Matrix

Require-

ment

Important

Weight

Best

Competition

Evaluation

Our

Company

Evaluation

Difference

Price 0.2 6 8 +2

Reliability 0.4 7 8 +1

Delivery 0.1 8 5 -3

Technical

support0.3 7 5 -2

Arrow diagram

This is also known as activity network

diagram and is similar to Critical Path

Method (CPM).

It describes that who is going to do what

and when?, what can be done in parallel and

what can be done only in series, one after

another.

This diagram is mostly used by planning aid

for construction projects and large

manufacturing units.

Arrow Diagram

Process decision program

charts (PDPC)

Process decision program charts (PDPC) is

a method for mapping out every

conceivable event and contingency that can

occur when moving from problem statement

to possible solutions. PDPCs are used for

planning the activities needed to solve

problem when information is incomplete or

the situation is fluid and hard to forecast.

5

w

h

y

s

Example: The problem is that client, Suraj Imp., is

unhappy. Using the 5 Whys, you go through the

following steps to get to the cause of the problem:

1. Why is our client, Suraj Imp., unhappy? Because we didn't

deliver our services when we said we would.

2. Why were we unable to meet the agreed-upon timeline or

schedule for delivery? The job took much longer than we

thought it would.

3. Why did it take so much longer? Because we

underestimated the complexity of the job.

4. Why did we underestimate the complexity of the job?

Because we made a quick estimate of the time needed to

complete it, and didn't list the individual stages needed to

complete the project.

5. Why didn't we do this? Because we were running behind on

other projects. We clearly need to review our time estimation

and specification procedures.

Value Stream Mapping

Value Stream Mapping (VSM) is the

process of mapping the material and

information flows required to coordinate the

activities performed by manufacturers,

suppliers and distributors to deliver

products to customers.

Not only the material flows but also

information flows that signal and control

the material flows.

VSM

A typical VSM project involves the

development of maps:

(1) a Current State Map and

(2) one or more Future State Maps that

represent progressive improvements in the

Current State Map.

Workstation Improvement

A reasonable industrial workstation design

affects not only the productivity but also the

health of workers. In industrial workstation,

the primary concern has usually been the

improvement of the performance of the

equipment and then the matching the

abilities of the operator with the task

requirement. Many industrial workstations

are poorly designed, resulting in lower

worker productivity and unnecessary injury

at the workplace.

Workstation improvement

The methods used in workstation improvement

simplify the work or working methods and

must go towards higher productivity. It is

always desirable to perform the requisite the

function with desired goal with minimum

consumption of resources. Workstation is

essentially concerned with finding better ways

of doing things. It adds value and increases the

efficiency by eliminating unnecessary

operations, avoidable delays and other forms

of waste.

Objective of WSI1. To improve work methods and procedures.

2. To determine the best sequence of doing work.

3. To smoothen material flow with minimum of back

tracking and to improve layout.

4. To improve the working conditions and hence to

improve labour efficiency.

5. To reduce monotony in the work.

6. To improve plant and material utilisation.

7. Elimination of waste and unproductive operations.

8. To reduce the manufacturing costs through

reducing cycle time of operations.

Shigeo Shingo’s approach-Zero QC

Defects in production may be due to

omitting processing (or operations),

processing errors, equipment set-up errors,

missing parts/component wrong

parts/component and adjustment error

A good process design prevents defects at

all from occurring

ZQC consists of the following

Source inspection: Checking for the factors that

causes errors, not the resulting defect.

100 percent inspection: The operator inspects his or

her own work 100 percent, or inexpensive Poka-

yoke (Poka means error and yokeru means prevent)

devices inspect automatically for errors or defective

operating condition

Immediate action: Stopping operations instantly

when a mistake is made and not resuming

operations until the error is rectified. Feedback is

provided through successive checks, in which the

next person in the process immediately feedback

information to the supplying operator to stop

production and fix the error

Just In Time

JIT is known as the Japanese philosophy for

managing inventory.

high volume of production by using

minimum inventory of raw materials and

work in progress

JIT requires high level of quality at each

stage of production process, strong vendor

relations and fairly predictable demand for

smooth flow of work.

JIT

JIT provides for the cost efficient

production in an organization and delivery

of only the necessary parts in the right

quantity at the right time and place with

using the minimum of facilities.

It integrated whole based on the principles

of continuous improvements and

elimination of all kinds of waste

(i) What is JIT?

A management philosophy; A set of methods

(ii) What it does?

Reduce wastage

Exposes bottle necks & problems

Achieves streamline production.

(iii) How is does?

Employees participation

Industrial engineering

Continuing improvement.

Total quality control ; Small lot size

JIT

(iv) What it assumes?

Stable environment

Fairly predictable demand

Strong vendor relation

Efficient employees

Single Machine Exchange of Die

If the set-up time is long (high cost), then

more products should be produced in one

batch in order to reduce set-up cost per unit.

Operating like this has the effect of creating

more inventories.

1980‘s Shigeo Shingo, of Toyota Motor Co.

studied which ultimate objective was to

change a machine tool in less than 10 minutes

SMED

To effect SMED procedures, the logic is to

establish the distinction between

– External set-up : Machine is running and

– Internal set-up : Machine is stopped

In general, set-up times can be reduced by:

– Locating required inventory and machine tools

closer to the operating area and

– Standardising the set-up functions of machines.

Gravin‘s Eight Quality Dimension Performance: measurable primary characteristics of

a product or service

Features: added characteristics that enhance the

appeal of a product or service

Conformance: meeting specifications or industry

standards

Reliability: consistency of performance over time

Durability: useful life of a product or service

Serviceability: resolution of problems and

complaints

Aesthetics: the sensory characteristics of a product

or service

Perceived quality: subjective assessment of quality

based on cues related to the product

Taguchi Philosophy

Taguchi's main objective is to identify the

factors which are responsible for the

product and the process variation and

control their settings to optimal level.

Japanese quality expert known for his work

in the area of product design.

the method is applied in a systematic and

scientific way at a pre-production stage

offline prior to the setting of the

manufacturing process

Taguchi Philosophy Three steps in the engineering design cycle.

System design: It is the basic prototype design that meets

performance and tolerance specifications of the product. It

includes section of materials, parts, components and

system assembly.

Parameter design: Given a system design, there are

generally several parameters whose values need to be

determined. One needs to find a functional relationship

between the parameter and the measure of performance of

the system to determine an optimal value of the parameter.

Tolerance design: The purpose of this is to determine

allowable ranges of the parameters whose values are

optimized in parameter design stage. Achieving the

optimal value of a parameter may be very expensive,

whereas a sub-optimal value could give the desired quality

at lower cost.

Common causes of TQM failure1.Absence or lack of top management’s commitment.

2. Inadequate knowledge or understanding of TQM

principles and methodology.

3. Failure to accept TQM as a cultural revolution, i.e. a

change in the organizational culture or the mind set of the

employees:

4. Improper planning: Absence of long term vision,

mission, and goals by the top management.

Three components of successful TQM planning are

(a) Obtaining company-wide commitment,

(b) Communicating company vision, mission, and goals, and

(c) Providing open communication about the company‘s new

focus.

Common causes of TQM failure5. Absence of continuous training and education

6. Inadequate use of empowerment and team work:

7. The Management related barriers are:

(a) Fear of senior management losing control

(b) Apprehension and doubts of the senior management,

about the efficacy of the TQM methodology

(c) Lack of leadership qualities

(d) Failure in or faulty delegation of authority

(e) Lack of motivation, at the senior level and

(f) Managers do not support each other.

8. Incorrect or insufficient or incompatible organisational

structure and isolated individuals and departments, autocratic

organisational structure.

Common causes of TQM failure9. Inefficient or ineffective measurement techniques and lack

of access to data and results

10. The Customer related barriers may be listed as:

(a) Inadequate attention to internal and external customers

and the public.

when a new product is launched

(b) Lack of social responsiveness

(c) Risks and benefits to the public are ignored or not

evaluated.

11. Inability to build a learning organization that provides for

continuous improvement.